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PUBLICATIONS


"What do I need to do to get to the next level in my organization?"
"How can I effectively transition in my scientific career?"
"How do I gain support for my innovative ideas?"

These are the types of questions scientists regularly ask me. To answer them, I draw from my own experience, as well as that of others working with scientists, and the conclusions are surprisingly similar. In addition to the time and background required of a STEM professional, there are four essential skills senior leaders, hiring managers, and even investors consistently look for in a strong leader: collaboration, adaptability, communication, and the ability to create a shared vision.

Full Article on Association for Women in Science:

https://digital.cenveomobile.com/publication/?m=46591&i=726180&p=22&ver=html5







Fabrice Chouraqui

Fabrice Chouraqui was formerly the President Novartis Pharmaceuticals Corp. In this role, he led the pharmaceutical business in the U.S., including the day-to-day operations of US General Medicines. He joined Novartis in 2010. Chouraqui’s experience in the pharma industry includes leadership positions at Bristol-Myers Squibb and Hoechst Marion Roussel. He holds a Master’s degree in science and a Ph.D. in pharmaceuticals from the University of Paris as well as an MBA from INSEAD. In May 2020, he became CEO of Cellarity.


  1. What made you decide to pursue both science (PharmD) and business (MBA) degrees? Very early in my scientific studies I was attracted by the developers and manufacturers of these medicines. As I became more interested in drug development and worked in this field, I realized the drug industry was a business requiring significant investments and profits to be sustainable. This pushed me to complement my scientific degrees with an MBA to develop my business skills and strengthen my understanding of the various components of commercializing a product.

  2. How has your scientific educational background helped you when working with scientists at your current and previous jobs? You mentioned that you “understood” scientists and the way they worked. In what way do you feel that you “understand them” and how is this beneficial to the work that you do? The science is evolving fast, clinical pathways and R&D plans are becoming more complex. You cannot be an expert in everything, but you have to understand enough to be credible and ask the right questions. This helps to have constructive dialogue and to ensure the right data is generated and investments are prioritized appropriately. Ultimately, innovation is the result of experiments and failures, so it is critical not to shelf ideas or technologies too quickly. On the other hand, it is important to understand when to move on.


Full Article on Life Science Leader:

https://www.lifescienceleader.com/doc/the-value-of-a-scientific-background-in-the-pharma-business-world-an-interview-with-fabrice-chouraqui-0001







Recently, there have been many articles written about how to develop a healthier work environment and increase employee engagement. One common theme found throughout these articles is the importance of developing and implementing “soft skills,” such as those related to relationship building, leadership, and communication.

In pharma — and any industry — these skills are crucial to driving a company’s vision, clarifying intent, and gaining buy-in. And although they are not innate in every leader, they can be taught and improved upon. Here are some examples of how learning and implementing these soft skills can benefit the company and employees.

Full Article on Life Science Leader:

https://www.lifescienceleader.com/doc/why-soft-skills-are-the-key-to-better-science-and-collaborations-0001